8/13/2019 Correlation Analysis Write Up

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Summary of Analysis:

The general trend which is visible across functions, levels and units states that:

Employee Engagement is positively affected by employees opinion about their

managers. The correlation anaylsis show a high score on Employee Engagementrelated to parameters on Manager Effectiveness.

The Employee Engagement is also affected to a large extent by company policies

and the administrative efficiency with which they are implemented.

For all locations, levels and functions,a high correlation was seen between

employee policies and Organization ulture. This suggests that the organization

culture is shaped to a large extent by the !olicies employed in the company.

"ence, being perceived as an efficient company in terms of administration will

impact the employees outloo# about the Organisation ulture in a positive way.

$ot much relationship could be seen between Employee Satisfactionand

Manager Effectiveness. "owever, high scores on both affect the EmployeeEngagement score

%evel, &unction and 'nit wise analysis are mentioned below

Employee

(atisfation

)anagerEffectiveness

EmployeeEngagement

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Location wise:

Relationship between Employee Engagement and Employee Satisfaction

"igh relationship could be seen between *Organisation Culture and + of the six

parameters under Employee (atisfaction. i.e. Tours and Travels, -ecreation, andemployee policy

This could be inferred that the employees perception about Organization Culture isshaped by how efficiently the administration is managed with regards to the !olicies and

the implementation of those !olicies.

The SI of organizational culture stands at 69%.On this parameter TTC Mann scores the lowest of all the location covered in the surve.

The SI on Organisational Culture is the lowest for TTC Mann stands at 6!%" while its

score onEmployee Policyparameter is the lowest at ##%.

Within Employee Engagement$

There is also a high correlation between Organisational Culturewith Role, ecisionMa!ing.

Roles and Responsi"ilityhas statements which deal with clear communication of

goals, challenging wor# and motivation to contribute to company ob/ective, while

*ecision Ma!ingparameter has statements which deal with decision ma#ing processand the extent to which an employee is allowed to ta#e decisions on his own, in absence

of his manager.

0t can be inferred that employees would value an *Organisation Culturefor the latitude

that is granted in the decision ma!ingprocess and the clear communication of goalsto

them.

Relationship between Employee Engagement and Manager Effectiveness

a &or all locations there is a high correlation between the (0 on #earningEnvironmentwith elegationand Company $lignment.

#earning Environment % &nterpersonalparameter has statements which deal with

Training

The extent to which an employee is encouraged to thin# innovatively.

The interpersonal relationship at wor# between manager and employee.

The managers ability to delegate effectively and his behavior which is in line with the

company policy affect the employees perception of a learning culture.

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Level wise:

Relationship between Employee Engagement and Employee Satisfaction

&or all levels, there is a high correlation between Employee 'olicy (part of EmployeeSatisfaction)and 1 out of the 2 parameters on Employee Engagement.

3s stated earlier, it can be interpreted that the Employee Engagement depends on howefficiently the administration is managed with regards to the !olicies and the

implementation of those !olicies.

Relationship between Employee Engagement and Manager Effectiveness

4eing perceived as *usiness riven, and having Customer Focus Manager

Effectiveness is very highly related to most of the parameters on EmployeeEngagement.

*usiness riven and Customer Focus parameters deal with )anagers interaction

with ustomers and his perception within his team. This has a positive impact on

Employee Engagement in the company. (+raining 'rogram for Manager)

Relationship between Employee Satisfaction and Manager Effectiveness

There is no significant relationship seen between parameters of Employee Satisfaction

andManager Effectiveness, however (0 on +our and +ravels is highly correlatedwith 5 parameters of )anager Effectiveness.

There is only one statement for the parameter *Tours and Travels i.e. 6I receive

reasona&le Tour and Travel 'llowance while on Official travel7.

On a broader level, it could be stated that if the Satisfier are loo#ed after and

implemented, they contribute to the overall Employee Engagement.

3lso *Employee 'olicy also affects the + parameters on )anagers Effectiveness.

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!unction wise:

Relationsip "et-een Employee Engagement and Employee Satisfaction

&or all functions, there was significant relationship for one parameter. i.e. +ours and

+ravels with 1 parameters of Employee Engagement.

Tours and Travels form a part of Employee Satisfaction. 3s mentioned earlier, this

again confirms that having an effective policy and its implementation, results in anincreased Employee Engagement.

Relationsip "et-een Employee Engagement and Manager Effectiveness

"igh correlation exists between Company $lignment (Manager Effectiveness) and

Employee Engagement.

S" scores on #ultural Alignment and Employee Engagement:

S":

#ompany $ata %usiness $evelopment

#ultural Alignment (9% ()%

Employee Engagement 66% 6)%

3lso high relationship exits between employees perception of the company being

*usiness rivenand Employee Engagement.

0t could be implied that, if the employees perceive their manager8supervisor wor#ing in

accordance with the company ob/ective, participate in company initiative it affects their

perception of organization culture positively.

Relationsip "et-een Employee Satisfaction and Manager Effectiveness

$o significant relationship could be seen between employee satisfaction and manager

effectiveness for functions.